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6 Month Check-in with New Employee Questions: A Comprehensive Guide
Author: Dr. Emily Carter, PhD, Organizational Psychologist with 15 years of experience in talent development and employee performance management.
Publisher: TalentBoost, a leading provider of HR solutions and training materials specializing in employee onboarding and performance management.
Editor: Sarah Miller, Experienced editor with 10 years of experience in creating and editing HR and business-related content.
Keyword: 6 month check in with new employee questions
Summary: This guide provides a comprehensive framework for conducting effective 6-month check-in meetings with new employees. It outlines best practices for structuring the conversation, crafting insightful questions, and addressing common pitfalls. The guide emphasizes the importance of creating a safe and open dialogue to foster employee growth, identify potential challenges, and strengthen the employer-employee relationship. It also offers actionable advice and sample questions to facilitate a productive and beneficial 6-month check-in with new employee questions process.
Introduction:
The 6-month check-in is a crucial milestone in the onboarding process. It provides an opportunity to assess the new employee’s progress, address any challenges they might be facing, and reinforce their integration into the company culture. Effective 6 month check in with new employee questions are vital for achieving this. This guide offers a structured approach to conducting these meetings, ensuring they are productive and beneficial for both the employee and the organization.
I. Preparing for the 6 Month Check-in with New Employee Questions:
Before the meeting, take time to prepare. Review the employee's initial job description, performance goals set during onboarding, and any feedback received from their manager or colleagues. This preparation ensures you ask targeted 6 month check in with new employee questions.
Review Performance Data: Gather relevant performance metrics, if applicable. This data will provide objective insights into the employee's contributions.
Schedule Ample Time: Allocate at least 30-60 minutes for the meeting to allow for a thorough discussion. A rushed meeting will not yield the best results for your 6 month check in with new employee questions.
Choose a Comfortable Setting: Select a private and comfortable space where the employee feels at ease to openly share their thoughts and feelings.
II. Key Areas to Cover in Your 6 Month Check-in with New Employee Questions:
Your 6 month check in with new employee questions should cover several key areas to gain a holistic understanding of their experience.
A. Job Role & Responsibilities:
"How well do you feel you understand your role and responsibilities?"
"Are there any aspects of your job that are unclear or require further clarification?"
"Have you encountered any unexpected challenges or obstacles in your role?"
"What are your biggest accomplishments so far?"
"What are your primary goals for the next six months?"
B. Team Dynamics & Collaboration:
"How well are you integrating with your team?"
"Do you feel you have the necessary support from your colleagues and manager?"
"Are there any areas where you feel you could collaborate more effectively?"
"Do you feel comfortable communicating with your team members and manager?"
C. Training & Development:
"Has the training provided been adequate to meet the demands of your role?"
"Are there any specific skills or knowledge areas you feel you need further development in?"
"What resources or support would enhance your learning and development?"
D. Company Culture & Fit:
"How well do you feel you fit into the company culture?"
"Are there any aspects of the company culture that you'd like to understand better?"
"Do you feel valued and appreciated as a member of the team?"
"What are your overall impressions of working at [Company Name]?"
E. Career Goals & Aspirations:
"What are your career goals for the next year, and beyond?"
"How do you see your role contributing to your long-term career aspirations?"
"What opportunities for growth and advancement do you see within the company?"
III. Best Practices for Conducting Effective 6 Month Check-ins:
Active Listening: Pay close attention to the employee's responses, both verbal and nonverbal.
Open Communication: Encourage open and honest dialogue.
Constructive Feedback: Provide both positive reinforcement and constructive feedback. Frame criticism positively and focus on improvement.
Action Planning: Collaboratively develop an action plan to address any identified issues or concerns.
Follow Up: Schedule a follow-up meeting to review progress on the action plan.
IV. Common Pitfalls to Avoid in 6 Month Check-in with New Employee Questions:
Rushing the Meeting: Allow sufficient time for a comprehensive discussion.
Focusing Solely on Negative Feedback: Balance criticism with positive reinforcement.
Lack of Preparation: Thorough preparation is key to an effective meeting.
Failing to Follow Up: Ensure that agreed-upon action items are followed through.
Ignoring Employee Feedback: Listen carefully and address employee concerns seriously.
V. Conclusion:
The 6-month check-in is an invaluable tool for fostering employee growth, strengthening the employer-employee relationship, and ensuring a smooth transition into a new role. By using this guide and focusing on thoughtful 6 month check in with new employee questions, organizations can identify and address potential issues early on, increasing employee retention and overall productivity. Remember, the goal isn't just to assess performance but to build a strong, supportive, and productive working relationship.
FAQs:
1. How often should I conduct check-ins with new employees? While the 6-month check-in is crucial, regular shorter check-ins (e.g., monthly) during the first few months are highly recommended.
2. What if the employee is struggling significantly after six months? Develop a clear action plan with specific goals and timelines, offering additional training, mentoring, or even considering alternative roles within the company.
3. Should I involve the employee's manager in the 6-month check-in? Often it's beneficial, providing a more comprehensive perspective. The manager can contribute insights into the employee's performance within the team.
4. How do I handle negative feedback constructively? Focus on specific behaviors and their impact, offering suggestions for improvement rather than personal criticism. Use the "sandwich method" (positive-constructive-positive feedback).
5. What if the employee expresses dissatisfaction with the company culture? Listen empathetically, explore the root causes, and explore potential solutions. Consider whether cultural adjustments are needed.
6. How can I ensure the check-in process feels less like an evaluation and more like a conversation? Create a relaxed and informal atmosphere, focus on collaboration and problem-solving, and emphasize your support for the employee's success.
7. What should I do with the information gathered during the check-in? Document key findings and action items, incorporating this information into performance reviews and development plans.
8. Can I use a standardized form for the 6-month check-in? While a structured format is helpful, ensure it's flexible enough to allow for open discussion and personalized feedback.
9. What if the employee doesn't have any concerns or suggestions during the check-in? This is great! But still, encourage them to reflect on their progress, identify areas for potential growth, and discuss their long-term aspirations within the company.
Related Articles:
1. Onboarding Best Practices for New Employees: A guide to creating a seamless and effective onboarding process that sets new hires up for success.
2. Effective Performance Management Strategies: Techniques for conducting regular performance reviews and providing constructive feedback.
3. Building Strong Employee Relationships: Strategies for fostering positive and productive working relationships between employees and management.
4. Developing Employee Retention Strategies: Tips and techniques to improve employee retention rates.
5. Creating a Positive Company Culture: How to build a work environment that attracts and retains top talent.
6. The Importance of Employee Feedback: How employee feedback can help improve performance and engagement.
7. Identifying and Addressing Performance Issues: Strategies for addressing performance concerns early on and helping employees improve.
8. Mentorship Programs for Employee Development: How mentorship can enhance employee skills and career growth.
9. The Role of Training and Development in Employee Success: The importance of ongoing training and professional development for employee retention and growth.
| 6 month check in with new employee questions: Ask a Manager Alison Green, 2018-05-01 From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together |
| 6 month check in with new employee questions: Who Geoff Smart, Randy Street, 2008-09-30 In this instant New York Times Bestseller, Geoff Smart and Randy Street provide a simple, practical, and effective solution to what The Economist calls “the single biggest problem in business today”: unsuccessful hiring. The average hiring mistake costs a company $1.5 million or more a year and countless wasted hours. This statistic becomes even more startling when you consider that the typical hiring success rate of managers is only 50 percent. The silver lining is that “who” problems are easily preventable. Based on more than 1,300 hours of interviews with more than 20 billionaires and 300 CEOs, Who presents Smart and Street’s A Method for Hiring. Refined through the largest research study of its kind ever undertaken, the A Method stresses fundamental elements that anyone can implement–and it has a 90 percent success rate. Whether you’re a member of a board of directors looking for a new CEO, the owner of a small business searching for the right people to make your company grow, or a parent in need of a new babysitter, it’s all about Who. Inside you’ll learn how to • avoid common “voodoo hiring” methods • define the outcomes you seek • generate a flow of A Players to your team–by implementing the #1 tactic used by successful businesspeople • ask the right interview questions to dramatically improve your ability to quickly distinguish an A Player from a B or C candidate • attract the person you want to hire, by emphasizing the points the candidate cares about most In business, you are who you hire. In Who, Geoff Smart and Randy Street offer simple, easy-to-follow steps that will put the right people in place for optimal success. |
| 6 month check in with new employee questions: Performance Appraisals and Phrases For Dummies Ken Lloyd, 2009-08-11 The tools you need to enrich the performance-appraisal experience as you streamline the process Whether you're a manger looking to implement employee appraisals for the first time, concerned with improving the quality and effectiveness of the appraisal process, or simply trying to save time and mental anguish Performance Appraisals & Phrases For Dummies provides the tools you need to save time and energy while presenting fair and accurate evaluations that foster employee growth. This convenient, portable package includes a full-length appraisal phrasebook featuring over 3,200 spot-on phrases and plenty of quick-hitting expert tips on making the most out of the process. You'll also receive online access to writable, customizable sample evaluation forms other timesaving resources. Includes more than 3,200 phrases for clear, and helpful evaluations Helps make evaluations faster, more effective, and far less stressful Offers far more advice and coaching than other performance appraisal books Serves as an ideal guide for managers new to the appraisal process With expert advice from Ken Lloyd, a nationally recognized consultant and author, Performance Appraisals and Phrases For Dummies makes the entire process easier, faster, and more productive for you and your employees. |
| 6 month check in with new employee questions: The New Rules of Work Alexandra Cavoulacos, Kathryn Minshew, 2017 In this definitive guide to the ever-changing modern workplace, Kathryn Minshew and Alexandra Cavoulacos, the co-founders of popular career website TheMuse.com, show how to play the game by the New Rules. The Muse is known for sharp, relevant, and get-to-the-point advice on how to figure out exactly what your values and your skills are and how they best play out in the marketplace. Now Kathryn and Alex have gathered all of that advice and more in The New Rules of Work. Through quick exercises and structured tips, the authors will guide you as you sort through your countless options; communicate who you are and why you are valuable; and stand out from the crowd. The New Rules of Work shows how to choose a perfect career path, land the best job, and wake up feeling excited to go to work every day-- whether you are starting out in your career, looking to move ahead, navigating a mid-career shift, or anywhere in between-- |
| 6 month check in with new employee questions: 101 Tough Conversations to Have with Employees Paul Falcone, 2009-04-30 Inappropriate attire, lateness, sexually offensive behavior, not to mention productivity and communication issues--these are just a few of the uncomfortable topics bosses must sometimes discuss with their employees. With years of experience as the VP of employee relations at major entertainment companies, author Paul Falcone offers unique insight into the tools and skills required for managers to address some of the most common--as well as the most serious--employee problems they are likely to encounter. Falcone’s book 101 Tough Conversations to Have with Employees equips managers to facilitate clear, direct interactions with their employees by offering realistic sample dialogues managers can use to sidestep potential awkwardness. Covering everything from substandard performance reviews to personal hygiene to termination meetings, this handy guide helps managers treat their people with dignity, focusing not just on what to say but also on how to say it. With a plethora of proven, realistic techniques, managers will learn how to protect themselves and their organizations--and get the very best from their people. |
| 6 month check in with new employee questions: 101 Sample Write-Ups for Documenting Employee Performance Problems Paul Falcone, 2010-03-24 Whether you’re addressing an initial infraction or handling termination-worthy transgressions, you need to be 100 percent confident that every employee encounter is clear, fair, and most importantly, legal. Thankfully, HR expert Paul Falcone has provided this wide-ranging resource that explains in detail the disciplinary process and provides ready-to-use documents that eliminate stress and second-guessing about what to do and say.Revised to reflect the latest developments in employment law, the third edition of 101 Sample Write-Ups for Documenting Employee Performance Problems includes expertly crafted, easily customizable write-ups that address: sexual harassment, absenteeism, insubordination, drug or alcohol abuse, substandard work, email and phone misuse, teamwork issues, managerial misconduct, confidentiality breaches, social media abuse, and more!With each sample document also including a performance improvement plan, outcomes and consequences, and a section of employee rebuttal, it’s easy to see why over 100,000 copies have already been sold, making life for managers and HR personnel significantly easier when it comes to addressing employee performance issues. |
| 6 month check in with new employee questions: The Making of a Manager Julie Zhuo, 2019-03-19 Instant Wall Street Journal Bestseller! Congratulations, you're a manager! After you pop the champagne, accept the shiny new title, and step into this thrilling next chapter of your career, the truth descends like a fog: you don't really know what you're doing. That's exactly how Julie Zhuo felt when she became a rookie manager at the age of 25. She stared at a long list of logistics--from hiring to firing, from meeting to messaging, from planning to pitching--and faced a thousand questions and uncertainties. How was she supposed to spin teamwork into value? How could she be a good steward of her reports' careers? What was the secret to leading with confidence in new and unexpected situations? Now, having managed dozens of teams spanning tens to hundreds of people, Julie knows the most important lesson of all: great managers are made, not born. If you care enough to be reading this, then you care enough to be a great manager. The Making of a Manager is a modern field guide packed everyday examples and transformative insights, including: * How to tell a great manager from an average manager (illustrations included) * When you should look past an awkward interview and hire someone anyway * How to build trust with your reports through not being a boss * Where to look when you lose faith and lack the answers Whether you're new to the job, a veteran leader, or looking to be promoted, this is the handbook you need to be the kind of manager you wish you had. |
| 6 month check in with new employee questions: Radical Candor Kim Malone Scott, 2017-03-28 Radical Candor is the sweet spot between managers who are obnoxiously aggressive on the one side and ruinously empathetic on the other. It is about providing guidance, which involves a mix of praise as well as criticism, delivered to produce better results and help employees develop their skills and boundaries of success. Great bosses have a strong relationship with their employees, and Kim Scott Malone has identified three simple principles for building better relationships with your employees: make it personal, get stuff done, and understand why it matters. Radical Candor offers a guide to those bewildered or exhausted by management, written for bosses and those who manage bosses. Drawing on years of first-hand experience, and distilled clearly to give actionable lessons to the reader, Radical Candor shows how to be successful while retaining your integrity and humanity. Radical Candor is the perfect handbook for those who are looking to find meaning in their job and create an environment where people both love their work, their colleagues and are motivated to strive to ever greater success. |
| 6 month check in with new employee questions: Basic Guide to the National Labor Relations Act United States. National Labor Relations Board. Office of the General Counsel, 1997 |
| 6 month check in with new employee questions: Change Your Questions, Change Your Life Adams Marilee, 2010-05 The first edition of Marilee Adams's book introduced a surprising, life-altering truth: any of us can literally change our lives simply by changing the questions we ask, especially those we ask ourselves. We can ask questions that open us to learning, connection, satisfaction, and success. Or we can ask questions that impede progress and keep us from getting results we want. Asking ''What great things could happen today?'' creates very different expectations, moods, and energy than asking ''What could go wrong today?'' Many readers reported that they found themselves asking better questions before they even finished reading the book! This is the key insight that the book's hero, Ben Knight, learns from his executive coach as the story of his transformative journey unfolds, eventually leading to breakthroughs that save his career as well as his marriage. His success rests on having become a ''question man'' and an inquiring leader rather than a judgmental, know-it-all answer man.In this extensively revised second edition, Adams has made the story even more illuminating and helpful, adding three new chapters as well as three powerful new tools. Change Your Questions, Change Your Life is practical yet simple, giving readers an entertaining, step-by-step guide to a technique that will transform their personal and professional lives. Great results really do begin with great questions - Marilee Adams shows you how to ask them! |
| 6 month check in with new employee questions: 96 Great Interview Questions to Ask Before You Hire Paul FALCONE, 2008-11-12 More than 100,000 copies sold! Every harried interviewer knows the result of throwing out vague questions to potential employees: vague answers and potentially disastrous hiring decisions. Presented in a handy question-and-answer format, 96 Great Interview Questions to Ask Before You Hire provides readers with the tools they need to elicit honest and complete information from job candidates, plus helpful hints on interpreting the responses. The book gives interviewers everything they need to: identify high-performance job candidates • probe beyond superficial answers • spot “red flags” indicating evasions or untruths • get references to provide real information • negotiate job offers to attract winners. Included in this revised and updated edition are new material on background checks, specific challenges posed by the up-and-coming millennial generation, and ideas for reinventing the employment application to gather more in-depth information than ever before. Packed with insightful questions, this book serves as a ready reference for both managers and human resources professionals alike. |
| 6 month check in with new employee questions: 2600 Phrases for Effective Performance Reviews Paul Falcone, 2005-06-10 This trusted reference puts thousands of ready-to-use words, phrases, descriptions, and action items right at your fingertips — perfect for review time, creating development plans, and monitoring performance year-round. Whether you're an HR professional or a manager, chances are there's one task you really dislike: giving performance reviews. Even if you know the basic points you want to get across, finding the right words and committing them to paper is about as much fun as a trip to the dentist. This phrasebook puts the right words in your hands with phrases that managers, supervisors, and HR professionals can use to help them properly evaluate performance and make the whole process much smoother. In 2600 Phrases for Effective Performance Reviews, renowned career expert Paul Falcone covers the 25 most commonly-rated performance factors including: productivity, time management, teamwork, decision making, and more! Falcone also shares job-specific parameters that apply in sales, customer service, finance, and many other areas and industries. 2600 Phrases for Effective Performance Reviews is useful not just for review time but will also be instrumental in creating job descriptions and development plans as well as monitoring performance, progress, and problems year-round. |
| 6 month check in with new employee questions: State of The Global Workplace Gallup, 2017-12-19 Only 15% of employees worldwide are engaged at work. This represents a major barrier to productivity for organizations everywhere – and suggests a staggering waste of human potential. Why is this engagement number so low? There are many reasons — but resistance to rapid change is a big one, Gallup’s research and experience have discovered. In particular, organizations have been slow to adapt to breakneck changes produced by information technology, globalization of markets for products and labor, the rise of the gig economy, and younger workers’ unique demands. Gallup’s 2017 State of the Global Workplace offers analytics and advice for organizational leaders in countries and regions around the globe who are trying to manage amid this rapid change. Grounded in decades of Gallup research and consulting worldwide -- and millions of interviews -- the report advises that leaders improve productivity by becoming far more employee-centered; build strengths-based organizations to unleash workers’ potential; and hire great managers to implement the positive change their organizations need not only to survive – but to thrive. |
| 6 month check in with new employee questions: The Manager's Path Camille Fournier, 2017-03-13 Managing people is difficult wherever you work. But in the tech industry, where management is also a technical discipline, the learning curve can be brutal—especially when there are few tools, texts, and frameworks to help you. In this practical guide, author Camille Fournier (tech lead turned CTO) takes you through each stage in the journey from engineer to technical manager. From mentoring interns to working with senior staff, you’ll get actionable advice for approaching various obstacles in your path. This book is ideal whether you’re a new manager, a mentor, or a more experienced leader looking for fresh advice. Pick up this book and learn how to become a better manager and leader in your organization. Begin by exploring what you expect from a manager Understand what it takes to be a good mentor, and a good tech lead Learn how to manage individual members while remaining focused on the entire team Understand how to manage yourself and avoid common pitfalls that challenge many leaders Manage multiple teams and learn how to manage managers Learn how to build and bootstrap a unifying culture in teams |
| 6 month check in with new employee questions: The Future of Work Jacob Morgan, 2014-08-25 Throughout the history of business employees had to adapt to managers and managers had to adapt to organizations. In the future this is reversed with managers and organizations adapting to employees. This means that in order to succeed and thrive organizations must rethink and challenge everything they know about work. The demographics of employees are changing and so are employee expectations, values, attitudes, and styles of working. Conventional management models must be replaced with leadership approaches adapted to the future employee. Organizations must also rethink their traditional structure, how they empower employees, and what they need to do to remain competitive in a rapidly changing world. This is a book about how employees of the future will work, how managers will lead, and what organizations of the future will look like. The Future of Work will help you: Stay ahead of the competition Create better leaders Tap into the freelancer economy Attract and retain top talent Rethink management Structure effective teams Embrace flexible work environments Adapt to the changing workforce Build the organization of the future And more The book features uncommon examples and easy to understand concepts which will challenge and inspire you to work differently. |
| 6 month check in with new employee questions: Human Resource Management Elizabeth D. Fredericksen, Stephanie L. Witt, W. David Patton, Nicholas P. Lovrich, 2015-09-16 Sound HRM practices matter—they are a sine qua non of effective governance in democratic government—equally so at the local, regional, state and national levels of government. The NASPAA (Network of Schools of Public Policy, Affairs, and Administration) accreditation standards demand critical competencies for public managers that are vital to human resource managers and supervisors at all levels. These competencies include: skills to lead and manage in public governance; to participate in and contribute to the policy process; to analyze, synthesize, think critically, solve problems and make decisions; to articulate and apply a public service perspective; and to communicate and interact productively with a diverse and changing workforce and citizenry. This second edition of Human Resource Management is designed specifically with these competencies in mind to: Introduce and explore the fundamental purposes of human resource management in the public service and consider the techniques used to accomplish these purposes Provide exercises to give students practice for their skills after being introduced to the theory, foundation, and practices of public and nonprofit sector HRM Facilitate instruction of the material by introducing important topics and issues with readings drawn from the professional literature Provide information and examples demonstrating the interrelatedness of many of the topics in public sector HRM and the trends shaping public and nonprofit management, especially diversity, ethics, and technology. Demonstrate and describe differences among HRM practices in public, for-profit and nonprofit organizations, and between the levels of government. Human Resource Management is organized to provide a thorough discussion of the subject matter with extensive references to relevant literature and useful teaching tools. Thus, students will consider the issues, purposes, and techniques of HRM and conceptualize how varied their roles are, or will be, whether a personnel specialist in a centralized system or a supervisor managing in one of the increasingly common decentralized systems. Each chapter includes a thorough review of the principles and practices of HRM (including the why and the how), selected readings, important themes, diverse examples, key terms, study questions, applied exercises, case studies, and examples of forms and processes would-be managers will encounter in their roles. |
| 6 month check in with new employee questions: Interview Questions and Answers Richard McMunn, 2013-05 |
| 6 month check in with new employee questions: First, Break All the Rules Marcus Buckingham, Curt Coffman, 2014-02-02 Gallup presents the remarkable findings of its revolutionary study of more than 80,000 managers in First, Break All the Rules, revealing what the world’s greatest managers do differently. With vital performance and career lessons and ideas for how to apply them, it is a must-read for managers at every level. The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Gallup presents the remarkable findings of its massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of Gallup’s research were invariably those who excelled at turning each employee’s talent into performance. In today’s tight labor markets, companies compete to find and keep the best employees, using pay, benefits, promotions, and training. But these well-intentioned efforts often miss the mark. The front-line manager is the key to attracting and retaining talented employees. No matter how generous its pay or how renowned its training, the company that lacks great front-line managers will suffer. The authors explain how the best managers select an employee for talent rather than for skills or experience; how they set expectations for him or her — they define the right outcomes rather than the right steps; how they motivate people — they build on each person’s unique strengths rather than trying to fix his weaknesses; and, finally, how great managers develop people — they find the right fit for each person, not the next rung on the ladder. And perhaps most important, this research — which initially generated thousands of different survey questions on the subject of employee opinion — finally produced the twelve simple questions that work to distinguish the strongest departments of a company from all the rest. This book is the first to present this essential measuring stick and to prove the link between employee opinions and productivity, profit, customer satisfaction, and the rate of turnover. There are vital performance and career lessons here for managers at every level, and, best of all, the book shows you how to apply them to your own situation. |
| 6 month check in with new employee questions: Fired Up or Burned Out Michael L. Stallard, 2009-03-22 Indisputable evidence reveals that the greatest threat to America’s economy isn’t off-shoring labor, the need for downsizing, or unethical corporate practices--it’s employee disengagement. This widespread malady is the cause of billions of dollars lost, hours of dissatisfaction, and work lives lacking true value. In this game-changing guide, author Michael Stallard shares the three essential leadership actions necessary to transform even a lethargic, disconnected organization or office into an impassioned, innovative, and thriving workplace. By teaching readers what motivates their teams, providing essential tools for effective leadership, and analyzing the methods of twenty of the world’s greatest leaders, Fired Up or Burned Out offers everything you need to influence, motivate, and inspire your team to achieve greatness. Complete with a twenty-day learning plan and an assessment that will help you determine the health of your organization’s culture, this must-read book provides the key to establishing a happier, healthier workplace that’s not only good for business--it’s invigorating to the people who make it happen. |
| 6 month check in with new employee questions: Personnel Information Bulletin United States. Veterans Administration, 1950 |
| 6 month check in with new employee questions: Strategic Staffing Jean Phillips, 2023-01-05 Formerly published by Chicago Business Press, now published by Sage Strategic Staffing equips both current and future managers with the knowledge and skills to adopt a strategic and contemporary approach to talent identification, attraction, selection, deployment, and retention. Grounded in research, this text covers modern staffing concepts and practices in an engaging and reader-friendly format. Author Jean Phillips expertly guides students in developing a staffing strategy that aligns with business objectives, accurately forecasting talent needs, conducting thorough job or competency analysis, and strategically sourcing potential recruits. The Fifth Edition includes the effects of the COVID-19 pandemic on staffing needs worldwide, new coverage of staffing-related technologies, and updated examples throughout, providing students with the latest and most relevant knowledge in the field. Included with this title: LMS Cartridge: Import this title’s instructor resources into your school’s learning management system (LMS) and save time. Don′t use an LMS? You can still access all of the same online resources for this title via the password-protected Instructor Resource Site. Learn more. |
| 6 month check in with new employee questions: Perfect Solutions for Difficult Employee Situations Sid Kemp, 2005-01-21 Practical methods for solving messy problems in the office From underperformance to office romances to interpersonal conflicts, Perfect Solutions for Difficult Employee Situations gives you effective techniques for solving 401 sticky employee situations. Drawing on top psychological and management methods to help you avoid problems--and prepare for you when they do arise--this survival guide features perfect phrases for responding to difficult or uncomfortable situations and treating employees with sensitivity and concern. Addressing hot-button topics such as fairness, poor performance, diversity, sex, anger, and inappropriate behavior, each chapter features a script for the solution and extra advice for such challenges as: Handling a crisis in an employee's life Negotiating salary and announcing pay cuts Managing personal problems, from body odor to personal calls Responding to accusations of sexual harrassment Addressing generational problems Enlisting expert assistance |
| 6 month check in with new employee questions: Tip 61 - Behavioral Health Services for American Indians and Alaska Natives U.S. Department of Health and Human Services, 2019-03-17 American Indians and Alaska Natives have consistently experienced disparities in access to healthcare services, funding, and resources; quality and quantity of services; treatment outcomes; and health education and prevention services. Availability, accessibility, and acceptability of behavioral health services are major barriers to recovery for American Indians and Alaska Natives. Common factors that infuence engagement and participation in services include availability of transportation and child care, treatment infrastructure, level of social support, perceived provider effectiveness, cultural responsiveness of services, treatment settings, geographic locations, and tribal affliations. |
| 6 month check in with new employee questions: How to Be Good at Performance Appraisals Dick Grote, 2011-07-05 Do you supervise people? If so, this book is for you. One of a manager’s toughest—and most important—responsibilities is to evaluate an employee’s performance, providing honest feedback and clarifying what they’ve done well and where they need to improve. In How to Be Good at Performance Appraisals, Dick Grote provides a concise, hands-on guide to succeeding at every step of the performance appraisal process—no matter what performance management system your organization uses. Through step-by-step instructions, examples, do-and-don’t bullet lists, sample dialogues, and suggested scripts, he shows you how to handle every appraisal activity from setting goals and defining job responsibilities to evaluating performance quality and discussing the performance evaluation face-to-face. Based on decades of experience guiding managers through their biggest challenges, Grote helps answer the questions he hears most often: • How do I set goals effectively? How many goals should someone set? • How do I evaluate a person’s behaviors? Which counts more, behaviors or results? • How do I determine the right performance appraisal rating? How do I explain my rating to a skeptical employee? • How do I tell someone she’s not meeting my expectations? How do I deliver bad news? Grote also explains how to tackle other thorny performance management tasks, including determining compensation and terminating poor performers. In accessible and useful language, How to Be Good at Performance Appraisals will help you handle performance appraisals confidently and successfully, no matter the size or culture of your organization. It’s the one book you need to excel at this daunting yet critical task. |
| 6 month check in with new employee questions: Decisions and Orders of the National Labor Relations Board United States. National Labor Relations Board, 2008 |
| 6 month check in with new employee questions: Get Ahead in Your New Job: How to make an impact in the first 100 days John Lees, 2019-11-15 Get Ahead in Your New Job: How to make an impact in the first 100 days is a must-have practical guide to help you establish yourself quickly and effectively in a new role, whatever your level in an organisation. In the first 100 days of a new job you have a unique opportunity to shape your work reputation and re-position your career. Your ability to read performance expectations, management culture and how quickly you need to climb the learning curve makes a difference to your career future. Drawing on his work as one of the UK’s best-known career strategists, John Lees shows you how to hit the ground running and avoid classic mistakes. • Negotiate your new role like a pro, gaining clarity about job content and employer expectations. • Identify the key mistakes new starters make in reputation management and performance. • Understand how your initial impact shapes your long-term career prospects. • Learn how to manage key relationships with decision makers. • Anticipate career traps and learn how to avoid or manage them. • Learn how to ‘map’ your new organisation to identify key resources, trends and people. • Develop strategies for building on your first 100 days as part of your long-term career planning. By the end of this book, you will be better equipped to make an impact in your new job, build key relationships and add significantly to your CV. |
| 6 month check in with new employee questions: Transforming the Workforce for Children Birth Through Age 8 National Research Council, Institute of Medicine, Board on Children, Youth, and Families, Committee on the Science of Children Birth to Age 8: Deepening and Broadening the Foundation for Success, 2015-07-23 Children are already learning at birth, and they develop and learn at a rapid pace in their early years. This provides a critical foundation for lifelong progress, and the adults who provide for the care and the education of young children bear a great responsibility for their health, development, and learning. Despite the fact that they share the same objective - to nurture young children and secure their future success - the various practitioners who contribute to the care and the education of children from birth through age 8 are not acknowledged as a workforce unified by the common knowledge and competencies needed to do their jobs well. Transforming the Workforce for Children Birth Through Age 8 explores the science of child development, particularly looking at implications for the professionals who work with children. This report examines the current capacities and practices of the workforce, the settings in which they work, the policies and infrastructure that set qualifications and provide professional learning, and the government agencies and other funders who support and oversee these systems. This book then makes recommendations to improve the quality of professional practice and the practice environment for care and education professionals. These detailed recommendations create a blueprint for action that builds on a unifying foundation of child development and early learning, shared knowledge and competencies for care and education professionals, and principles for effective professional learning. Young children thrive and learn best when they have secure, positive relationships with adults who are knowledgeable about how to support their development and learning and are responsive to their individual progress. Transforming the Workforce for Children Birth Through Age 8 offers guidance on system changes to improve the quality of professional practice, specific actions to improve professional learning systems and workforce development, and research to continue to build the knowledge base in ways that will directly advance and inform future actions. The recommendations of this book provide an opportunity to improve the quality of the care and the education that children receive, and ultimately improve outcomes for children. |
| 6 month check in with new employee questions: Successful Onboarding (PB) Mark Stein, Lilith Christiansen, 2010-07-09 MASTER THE “4 PILLARS” OF SUCCESSFUL ONBOARDING AND CAPTURE THE ONBOARDING MARGIN Fact: One-third of all external hires are no longer with the organization after two years. Most of them begin job-searching after six months.What can you do about it? In a word: onboarding, the fastest-growing human resources tool in the world today, although poorly understood, subject to narrow definitions, and with limited codified best practice understanding and management rigor. Global consultants Mark Stein and Lilith Christiansen have studied and worked with leading companies on the topic, and they've synthesized their work into one complete, ready-to-use system, incorporating case learnings from Fortune 500 companies and other forward-thinkers. With Successful Onboarding, you can: Realize the best from your talent from the get-go-without wasting time. Rewrite the employee-employer compact-to everyone's advantage. Acclimate new hires to your culture-without scaring them off. Assimilate new employees of all backgrounds-yet benefit from their unique skills. Reduce time-to-productivity-while increasing the level of productivity. Address the specific needs of individual hiring groups-cost-effectively. Make improvements at the systemic level-with gains realized with regularity. While many companies have become very good at recruiting, today's orientation programs fall woefully short and impact your bottom-line potential. Successful Onboarding provides you with not only the business case but also a systemic approach to the entire process, from beginning to end. You'll be amazed how significantly you can increase new hires' productivity and increase the strategic impact and appreciation of your HR function. You'll discover the most effective ways to share your vision, offer early career support, and strengthen your strategic position, intent, and direction. Along the way, you'll hear fascinating inside stories-the good and the bad-from Apple, Starbucks, Netflix, Microsoft, Baird, Bank of America, John Deere, and dozens of other industry leaders. In the end, it's all about people. When your employees are effectively on board and your system is supporting their success, your company is on track to even greater performance. visit author's website for more information http://onboardingmargin.com |
| 6 month check in with new employee questions: Winning Well Karin Hurt, David Dye, 2016-04-15 To succeed in today’s hypercompetitive economy, managers must master creating a productive work environment for employees while still making numbers. Tense, overextended workplaces force managers to choose between results and relationships. Executives set aggressive goals, so managers drive their teams to deliver, resulting in burnout. Or, employees seek connection and support, so managers focus on relationships and fail to make the numbers. However, managers need to achieve both. In Winning Well, managers will learn how to: Stamp out the corrosive win-at-all-costs mentality Focus on the game, not just the score Reinforce behaviors that produce results Sustain energy and momentum Be the leader people want to work for To prevent burnout and disengagement, while still achieving the necessary success for the company, managers must learn how to get their employees productive while creating an environment that makes them want to produce even more. Winning Well offers a quick, practical action plan for making the workplace productive, rewarding, and even fun. |
| 6 month check in with new employee questions: Hire Right, Fire Right Roxi Bahar Hewertson, 2020-10-10 For the first time, and in one place, Roxi Bahar Hewertson provides decision makers at any supervisory level, exactly what they need to get it right every time they hire, develop, or fire someone. In today’s complex and competitive world of work, organizations simply cannot afford a mismatched new hire, a loss of top talent, or a dreaded bad ‘goodbye’ following a difficult termination. Whether working to avoid budget mayhem or preserving your company’s image, learning how to navigate the hiring and firing process is a corporate essential. Leadership expert and executive coach Roxi Bahar Hewertson provides insights and advice for avoiding these all-too-common business bumps in the road. She defines and explores the ARC employee life cycle: Acquisition (hire right), Retention (nurture right), Closure (fire right). Acquiring and retaining talent, and eventually bringing closure when employees leave, is a relational, not a transactional process. Hire Right, Fire Right successfully guides decision makers through those key interactions with new and current employees arming leaders with a powerful set of tangible tools to help ensure their organizations are well equipped to take on these talent management challenges - and win. By following Hewertson’s three systems of hiring, developing, and terminating employees, decision makers will be empowered to: Dramatically increase your company’s success rate of hiring the right people for the right job Measurably boost employee retention rates Significantly lower the risk of lawsuits, arbitrations, and damage to your organization’s reputation if things end badly |
| 6 month check in with new employee questions: Americans with Disabilities Act United States. Congress. House. Committee on Public Works and Transportation. Subcommittee on Surface Transportation, 1990 |
| 6 month check in with new employee questions: Talent Makers Daniel Chait, Jon Stross, 2021-03-30 Powerful ideas to transform hiring into a massive competitive advantage for your business Talent Makers: How the Best Organizations Win through Structured and Inclusive Hiring is essential reading for every leader who knows that hiring is crucial to their organization and wants to compete for top talent, diversify their organization, and build winning teams. Daniel Chait and Jon Stross, co-founders of Greenhouse Software, Inc, provide readers with a comprehensive and proven framework to improve hiring quickly, substantially, and measurably. Talent Makers will provide a step-by-step plan and actionable advice to help leaders assess their talent practice (or lack thereof) and transform hiring into a measurable competitive advantage. Readers will understand and employ: A proven system and principles for hiring used by the world's best companies Hiring practices that remove bias and result in more diverse teams An assessment of their hiring practice using the Hiring Maturity model Measurement of employee lifetime value in quantifiable terms, and how to increase that value through hiring The Talent Makers methodology is the result of the authors’ experience and the ideas and stories from their community of more than 4,000 organizations. This is the book that CEOs, hiring managers, talent practitioners, and human resources leaders must read to transform their hiring and propel their organization to new heights. |
| 6 month check in with new employee questions: Criminal Victimization in the United States , 1976 |
| 6 month check in with new employee questions: 114 Topic-wise Quantitative Aptitude & Data Interpretation Previous Year Question Bank for IBPS/ SBI/ RRB/ RBI Bank Clerk/ PO Prelim & Main Exams (2010 - 2024) 8th Edition | 100% Solved Quant & DI PYQs Disha Experts, 2024-05-02 The thoroughly revised & updated 8th edition 114 Quantitative Aptitude & Data Interpretation Topic-wise Previous Year Solved Papers for IBPS/ SBI Bank PO/ Clerk Prelim & Main Exams (2010 - 23) consists of past solved papers for Prelim and Main Exams of Banks - IBPS PO, IBPS Clerk, SBI PO, SBI Clerk, IBPS RRB PO, IBPS RRB Office Assistant, RBI Assistant and IBPS & SBI Specialist Officer from 2010 to 2024. # The coverage of the papers has been kept RECENT (2010 to 2024) as they actually reflect the changed pattern of the Banking exams. Thus the papers prior to 2010 have not been included in the book. # In all there are 114 Question Papers having 4700+ Questions from 2010 to 2024 which have been divided into 15 Topics with detailed solutions. # Practicing these questions, aspirants will come to know about the pattern and toughness of the questions asked in the bank examinations. # In the end, this book will make the aspirants competent enough to crack the these Entrance Examination with good score. # The strength of the book lies in the originality of its question papers and Errorless Solutions. # The solution of each and every question is provided in detail (step-by-step) so as to provide 100% concept clarity to the students. |
| 6 month check in with new employee questions: The Stay Interview Richard Finnegan, 2015-03-18 Of all the obstacles and surprises managers know are heading their way each day, the one they least anticipate and prepare for is the resignation of a seemingly happy and extremely valued employee. It’s the cement truck they never saw coming their way--but they could have.This invaluable resource introduces managers to a powerful new engagement and retention tool that they absolutely must begin utilizing ASAP: the stay interview. Smart companies and managers who have realized the importance of being proactive with their employees and not taking anything for granted have begun conducting these periodic reviews in order to discover why their important talent might leave and to solve any problems before they actually quit.Written by the retention expert who pioneered the process, The Stay Interview shows managers how to: • Prepare for the stay interview• Anticipate an employee's top issues• Respond to difficult questions• Listen effectively and dig deeper• Craft a detailed and effective stay plan complete with timeline• Assess each employee's level of engagement, predict potential exits, and communicate results to upper managementWhen you have the right people in place, you can’t risk losing them. Complete with the five best questions to ask and sample scripts for different situations, The Stay Interview provides the key to saving yourself unnecessary headaches and surprises. |
| 6 month check in with new employee questions: The Happiest Baby on the Block Harvey Karp, M.D., 2008-11-19 Perfect for expecting parents who want to provide a soothing home for the newest member of their family, The Happiest Baby on the Block, the national bestseller by respected pediatrician and child development expert Dr. Harvey Karp, is a revolutionary method for calming a crying infant and promoting healthy sleep from day one. In perhaps the most important parenting book of the decade, Dr. Harvey Karp reveals an extraordinary treasure sought by parents for centuries --an automatic “off-switch” for their baby’s crying. No wonder pediatricians across the country are praising him and thousands of Los Angeles parents, from working moms to superstars like Madonna and Pierce Brosnan, have turned to him to learn the secrets for making babies happy. Never again will parents have to stand by helpless and frazzled while their poor baby cries and cries. Dr. Karp has found there IS a remedy for colic. “I share with parents techniques known only to the most gifted baby soothers throughout history …and I explain exactly how they work.” In a innovative and thought-provoking reevaluation of early infancy, Dr. Karp blends modern science and ancient wisdom to prove that newborns are not fully ready for the world when they are born. Through his research and experience, he has developed four basic principles that are crucial for understanding babies as well as improving their sleep and soothing their senses: ·The Missing Fourth Trimester: as odd as it may sound, one of the main reasons babies cry is because they are born three months too soon. ·The Calming Reflex: the automatic reset switch to stop crying of any baby in the first few months of life. ·The 5 “S’s”: the simple steps (swaddling, side/stomach position, shushing, swinging and sucking) that trigger the calming reflex. For centuries, parents have tried these methods only to fail because, as with a knee reflex, the calming reflex only works when it is triggered in precisely the right way. Unlike other books that merely list these techniques Dr. Karp teaches parents exactly how to do them, to guide cranky infants to calm and easy babies to serenity in minutes…and help them sleep longer too. ·The Cuddle Cure: the perfect mix the 5 “S’s” that can soothe even the most colicky of infants. In the book, Dr. Karp also explains: What is colic? Why do most babies get much more upset in the evening? How can a parent calm a baby--in mere minutes? Can babies be spoiled? When should a parent of a crying baby call the doctor? How can a parent get their baby to sleep a few hours longer? Even the most loving moms and dads sometimes feel pushed to the breaking point by their infant’s persistent cries. Coming to the rescue, however, Dr. Karp places in the hands of parents, grandparents, and all childcare givers the tools they need to be able to calm their babies almost as easily as…turning off a light. From the Hardcover edition. |
| 6 month check in with new employee questions: Investigation of Management Problems at Los Alamos National Laboratory United States. Congress. House. Committee on Energy and Commerce. Subcommittee on Oversight and Investigations, 2003 |
| 6 month check in with new employee questions: Tax Aspects of Black Lung Benefits Legislation United States. Congress. Senate. Committee on Finance, 1976 |
| 6 month check in with new employee questions: Crime Against the Elderly in 26 Cities Ellen Hochstedler Steury, 1981 |
| 6 month check in with new employee questions: Staff Council Communicator , 1991 |
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都在说6月份6万亿美债到期，有没有人能通俗的解释一下是怎么得来 …
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